Ms Kirstie Faulkner1, Carly Maurer1
1Central Queensland Hospital And Health Service, Rockhampton, Australia
Central Queensland Hospital and Health Service (CQHHS) set an ambitious plan to address the challenges of delivering high-value, sustainable services to meet the growing demands of an ageing population. Improving the care experience and clinical outcomes for sub-acute patients by providing care closer to home, optimising the use of technology and supporting a skilled allied health workforce have been identified as priorities.
The CQHHS allied health leadership team took strategic steps towards delivering integrated sub-acute care across the region. Enablers and barriers for successful implementation of this objective have been explored to inform further improvement opportunities.
Support from the Allied Health Professions’ Office of Queensland was critical through attainment of targeted project support for sub-acute care transition, implementation of allied health rural generalist trainee roles and facilitator training to implement skill-sharing and delegation practices. Innovative executive allied health leadership led re-alignment of the allied health workforce including introduction of key leadership roles.
Patient flow pressures necessitated the urgency to adopt alternative models of care and expand allied health involvement and influence in shaping the patient’s journey. This has resulted in reduced length of stay in specialist units and increased sub-acute care delivery in rural and remote facilities closer to home.
Ongoing barriers include inconsistent prioritisation of core business in different facilities, leadership changes and difficulties with recruitment and retention. Greater engagement from nursing and medical influencers will help establish system wide changes.
Allied health can support the strategic priority of sub-acute care closer to home through a deliberate and committed approach.
Bio to come.